How to elaborate a winningproject proposal?

Hints of Logical Framework Approach andProject Cycle Management

Euro-Mediterranean Cooperation Summer SchoolCagliari, November 8th 2018

What about this session?

- What is a project?- Hints of “Project Cycle Management”- The “Logical Framework Approach” as

project design method- “Old” and “New” Logical Framework- From an idea to a project: a concrete

example

What is a project?A project is a series of activities aimed at bringingabout clearly specified objectives within a definedtime-period and with a defined budget.

A project should also have:• Clearly identified stakeholders, including the

primary target group and the final beneficiaries;• Clearly defined coordination, management and

financing arrangements;

What is a project?A project should also have:• A monitoring and evaluation system (to support

performance management); and• An appropriate level of financial and economic

analysis, which indicates that the project’s benefitswill exceed its costs.

A well-formulated project should derive from anappropriate balance between the EC’s (or otherdonor) policy priorities and the partner’s prioritiesand competences.

In 1992, the European Commission adopted “ProjectCycle Management” (PCM), a set of project designand management tools based on the LogicalFramework Approach, which was already widelyused by many donors, including several MemberStates, other international organisations and the UNfamily, and used or partly used by many partnerorganisations of the EC.

Project Cycle Management

The way in which projects are planned and carriedout follows a sequence beginning with an agreedstrategy, which leads to an idea for a specific action,which then is formulated, implemented, andevaluated with a view to improving the strategy andfurther action.

PCM: a definition

PCM phases

PCM main principlesThis cycle highlights three main principles:

1. Decision making criteria and procedures are defined at eachphase (including key information requirements and qualityassessment criteria);

2. The phases in the cycle are progressive – each phase shouldbe completed for the next to be tackled with success;

3. New programming and project identification draws on theresults of monitoring and evaluation as part of a structuredprocess of feedback and institutional learning.

PCM ensure that:- projects are supportive of overarching policy objectives

of the European Commission and of partners;- projects are relevant to an agreed strategy and to the

real problems of target groups/beneficiaries;- projects are feasible, meaning that objectives can be

realistically achieved within the constraints of theoperating environment and capabilities of theimplementing agencies;

- benefits generated by projects are likely to besustainable.

To support this aims, PCM:

- requires the active participation of key stakeholdersand aims to promote local ownership;

- uses the Logical Framework Approach to support anumber of key assessments/analyses (includingstakeholders, problems, objectives and strategies)

Purposes of the Logical Framework• A systematic tool –

• for designing, planning, implementing, and monitoring and evaluating aproject (or program).

• A tool for organizing thinking—• for relating inputs to the implementation of activities, activities to theproduction of outputs, outputs to the achievement of a set of desiredoutcomes, contributing – in turn – to the achievement of an intendedimpact.

• A tool for identifying and assessing risks —• by listing critical assumptions inherent in project design andimplementation.

• A tool for measuring project progress —• through objectively verifiable indicators and means of verification.

• A tool for developing consensus and communicating a project’s intent andstrategy

• Concise - normally the “ Matrix” is not longer than 2sides of paper

• A free standing document – easy to understand forthose sighting it for the first time

• A basis for monitoring and evaluation – must bereviewed and amended regularly

• Should build on through situation analysis,stakeholder mapping and an associatedproblems/objectives tree

Basic Principles of the “Logframe”

The “old” Logical FrameworkProject

DescriptionIndicators Source of

VerificationAssumptions

Overall Goal(also called overallobjective)

SpecificObjective(s)

Expected Results

Activities

If the OBJECTIVES are accomplished;

Then this should contribute to the overall goal

If DELIVERABLES are produced;

Then the OBJECTIVES are accomplished

If adequate RESOURCES/INPUTS are provided;

Then the ACTIVITIES can be conducted

If the ACTIVITIES are conducted;

Then RESULTS can be produced

We move along a clearlydefined causality

Time

Intervention Logic in the LogicalFramework Vertical logic

– Identifies what the project intends to do and achieve– Clarifies the causal relationships (means to end)– Specifies important assumptions and risks

Horizontal logic– Specifies indicators to measure progress– Identifies the sources / means by which indicators will be

verifies

The “new” Logical FrameworkProject

DescriptionIndicators Source of

VerificationAssumptions

Overall GoalIMPACT

SpecificObjective(s)

OUTCOME (S)Expected Results

OUTPUTS

Activities

The broader, long-term change which will stem from theproject and a number of interventions by other partners.

The direct effects of the project which will be obtained atmedium term and which tend to focus on the changes inbehaviour resulting from project

key activities to be carried out, to produce the outputs

The direct/tangible outputs (infrastructure, goods andservices) delivered by the project.

A short (and hopefully fun) story of theLogical Framework…

Inputs or resources• Parents get together fish, fresh vegetables, water,

barley, spices, pot, source of heat

Activities• Mother or father carefully prepare and cook all

the ingredients

Output / Expected Result• A cooked soup Children able to taste this

(delicious) soup

Outcome / Specific objective• Children consider the soup delicious

and ask for fish soup once a week

Impact /Overall objective• Children grow up healthy

The fish soup development story…

Parents control

Parentsinfluence

Parents worry

OutputsWhat the project generates directly through its activities onthe short-term – the processes, goods and services that itproduces.

For example: Workshops, training manuals, research andassessment reports, guidelines and action plans, strategies,and technical assistance packages, amongst others.

You control activities and outputs.

OutcomesObservable changes in the behaviour of partners – individuals,groups, organisations, institutions – that potentially contributeto the long-term, sustainable improvement in people’s lives orthe state of the environment envisioned in the mission of theorganisation.

You influence outcomes

ImpactLong-term, sustainable changes in the conditions of peopleand the state of the environment that structurally reducepoverty, improve human well-being and protect and conservenatural resources.Impact normally happens after the project ends and is a resultof the convergence of outcomes

You contribute to impact.

Indicators in the “new” LogFrameProject

DescriptionIndicators Baseline Current

valueTarget Source of

VerificationAssumptions

IMPACTLong-termchange towhich the

projectcontributes

FromPartner’sstrategy

(@Y1,2,3)

Ideallyfrom

Partner’sstrategy

OUTCOME(S)

Factorsdetermining:Outcomes OcIntermediaryOutcomes iOc

Linked tosituationanalysis

(@Y1,2,3)

Linked tochange inbehavior

(Don’tpromise the

moon!)

OUTPUTSMeasuredelivery

Whatcurrently

exists

What youare

adding(@Y1,2,3)

Where youwant to get

Activities Means and costs

SMART Indicators

S SpecificM MeasurableA Achievable Or: acceptable, applicable, appropriate,

attainable or agreed upon (to stress theimportance of common understanding)

R Relevant Or: reliable, realistic (whenachievable/attainable is not used)

T Time-bound

DefinitionIndicators are “a description of the project’s objectives in termsof quantity, quality, target group(s), time and place”

Types of Change related to Indicators

Impact

Outcome

Output

Changes in the lives of people

Institutional Change: values, ethic, rules, laws –associated with to institutional performance, access..

Behavioural change: knowledge, skills, practices(individual level)

Operational Change: provision of goods and services

I am cutting rocks

The essence of “Theory of Change”:linking activities to intended outcomes

I am building a temple

From an idea to a project: an example“MedDiet –

Mediterranean diet and enhancement oftraditional foodstuff"www.med-diet.eu

Strategic project funded by European Union inthe framework of the ENPI CBC

Mediterranean Sea Basin Programme 2007-2013.

Budget of around 5 ML Euros.

First steps:

- Analysis of ENPI CBC MED priorities / ToRs- Identification of the fundamental motivationbehind the project

- Identification of needs / problems- Precise definition of the context withinwhich it operates

What came out:Mediterranean Countries have in common eating habits basedon a high consumption of vegetables, such as legumes, cereals,fruit, dried fruit, low consumption of meat and dairy products,olive oil as a main source of fats, moderate consumption of wine

The Mediterranean Diet is considered a low-risk diet because ofits negative effects on health. Various studies have associatedthe Mediterranean Diet with better health thanks to theprotective effects against various diseases

And more:The Mediterranean Diet is a set of skills, knowledge,habits and traditions ranging from the landscape to thetable: from the products of the land and the sea to ourdishes

The Mediterranean Diet is a “Lifestyle”…

To contribute to increase the awareness of theMediterranean Diet, as an integral part of MED

lifestyle and a vehicle for the development, stabilityand solidarity in the Programme area

Overall Objective (Impact)

Increased awareness of consumers and of SMEs about theadvantages of the Mediterranean Diet (MD) by

reinforcing the capacity of schools, local authorities,chambers of commerce / business organizations andpolicy making institutions to implement effective andsustainable initiatives for safeguarding MD in Egypt,

Greece, Italy, Lebanon, Spain and Tunisia.

Specific Objective (Outcome)

4. Increased capacity of schools and local authorities ofEgypt, Greece, Italy, Lebanon, Spain and Tunisia toimplement initiatives aiming at increasing the awarenessabout the advantages of the Mediterranean Diet (MD)among children, young people and other groups ofconsumers.

Expected results (Outputs) - I

5. Improved capacity of chambers of commerce andbusiness organizations of Egypt, Greece, Italy, Lebanon,Spain and Tunisia in stimulating SMEs (restaurants) inproposing foodstuff coherent with an authentic MD.

6. Improved capacity of policy making institutions of Egypt,Lebanon and Tunisia in designing policies andinstruments aimed at safeguarding the MD.

Expected results (Outputs) - II

WP4 Increasing awareness on the Mediterranean Diet amongchildren, young people and consumers

4.1 Building a shared Mediterranean Knowledge System of MedDiet4.2 Nutrition education initiatives by primary and secondaryschools4.3 Nutrition education initiatives for consumers

...directly related to Expected Result (Output) n. 4

Activities - I

WP5 Improving competences among SMEs in offering anauthentic Mediterranean Diet

5.1 Creation of a MedDiet Quality Label for restaurants5.2 Pilot projects for the implementation of the MedDiet QualityLabel for restaurants

Activities - II

...directly related to Expected Result (Output) n. 5

WP6 Institutional capacity building for safeguarding theMediterranean Diet

6.1 Study visits to EU best practices onpolicies/measures/initiatives concerning the safeguard of MedDiet products and foodstuff6.2 Project works

...directly related to Expected Result (Output) n. 6

Activities - III

Partnership: who involve?

Public and private bodies with relevance concerning:

1. Mediterranean diet and traditional products

2. Relations with companies, schools and institutions

3. Localization in the Mediterranean countries/regionsthat face the Med Basin

Partnership: final composition - I1. Mediterranean diet and traditional products:

• Mediterranean Diet Foundation – ES• Oil Cities Association – IT• Oil Cities Association – ES• "Routes des Oliviers" Foundation – GR• INRAT – Agriculture Ministry Agency - TN

Partnership: final composition - II2. Relations with companies, schools and institutions

• Unioncamere – IT (LEAD PARTNER)• CSPI CCIAA di Cagliari – IT• Forum CCIAA dell’Adriatico – IT• CCI Messinia – GR• CCI Tunis – TN• CEEBA – EGP• CCI Beirut – LB

Partnership: final composition - III3. Localization in the Mediterranean countries

The partnership is made up oforganizations from 6

Mediterranean Countries

Italy

Greece

Lebanon

Egiypt

Tunisia

Spain

MedDiet by images…

Thanks for your attention!!!

Daniele Cocco – OpenMed

d.cocco@open-med.euSkype ID: danicocco

Mob.: +39 3200796080